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Key challenges for the resilient organisation

Key challenges for the resilient organisation. Leadership 2030. 7 th June 2012. Hay Group’s research on megatrends and organisational implications. 01. What are megatrends? . Megatrends are long- term transformational processes on a global scale, with a broad scope and dramatic impact.

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Key challenges for the resilient organisation

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  1. Key challenges for the resilient organisation Leadership 2030 7th June 2012

  2. Hay Group’s research on megatrends and organisational implications 01

  3. What are megatrends? Megatrends are long- term transformational processes on a global scale, with a broad scope and dramatic impact Time Reach Impact They fundamentally transform policies, society and the economy Observable over decades, they can be projected with a high degree of probability at least 15 years into the future They affect all regions and stakeholders, including governments, individuals and businesses

  4. What did we want to find out? We identified megatrends that will have the greatest impact on organisations and leadership over the next decade, and worked with Z-Punkt, a Cologne–based foresight company, to spell them out. We wanted to know how these megatrends will change working and leadership practices at three different levels: Corporate environment Megatrend Megatrend Organisation Megatrend Individual and team

  5. Megatrend 1: globalisation 2.0 Key characteristics Increasing globalisation Shift in economic balance of power to Asia Rise of a global middle class ‘Re-regionalisation’ and ‘glocalisation’

  6. Megatrend 2: climate change and environmental impacts Key characteristics Rising CO2 emissions and temperatures Environmental problems and growing industrial and residential waste Greater environmental responsibility and accountability Growing scarcity of strategic resources such as water, minerals, metals and fossil fuels Rising investment in clean technology

  7. Megatrend 3: individualisation and value pluralism Key characteristics Individualism as a global phenomenon Value pluralisms: work-life balance, self fulfillment and self-expression, values-driven engagement Rise of the creative class From mass to micro markets Decline of loyalty to organisations

  8. Megatrend 4: digital lifestyle and work Key characteristics New media conquer work and private life Individuals are ‘always on’ Public / private divide gets blurred Changing relationship networks: fewer strong, more loose connections Power shift to digital natives

  9. Megatrend 5: demographic change Key characteristics World population growing and ageing, but demographic imbalances Aging society demands generational leadership War for talent, brain drain, brain cycle Increasing migration; will drive cultural diversity

  10. Agile organisations, post-heroic, overwhelmed leaders 02

  11. The employee life cycle evolves, or at any rate changes… “Any customer can have a car painted any colour that he wants so long as it is black”Henry Ford Retire Hire

  12. Recruit Assess Selection Develop Move on The employee life cycle evolves, or at any rate changes… “Where do you want to go today?” Microsoft …x5 x10?

  13. The employee life cycle evolves, or at any rate changes… “The future is already here – it's just not very evenly distributed” William Gibson Next? Find Value? Check Webutation Onboard

  14. Webutation…

  15. Key challenges in becoming a resilient organisation Agility: where is the decision authority? Re-definition of the workplace: flat, decentralised, mobile, virtual, cross-x, appreciating pluralism Complexity of collaboration: global/local, inter-generational, diverse, virtual, inter-corporate Growing costs: resources, sustainability, scarcity of people Organisational adaptations to create loyalty: sustainable, needs based (individualised, age, gender, culture, values) 1 2 3 4 5

  16. Results Security Need for leaders Hierarchy Relationships trust face to face leaders What will not change

  17. Five key features of the leader of tomorrow Conceptual and strategic thinking Ethics: integrity, sincerity, intellectual openness Loyaltycreation - meaning and identity economics Leadership of heterogeneous and diverse teams Real, power-sharing team work insideand outside of the organisation 1 2 3 4 5

  18. Top five for HR • Become technologically savvy • Become even more strategic • Understand human limitations – what is possible and what is not • Manage expectations • Connecting across organisations 1 2 3 4 5

  19. 03 What the best are already doing

  20. The unevenly distributed future: what the best are already doing Leadership starts early and is available to all Collaborative technology widely used Creating a glocal leadership team Development is targeted and individuated Focus on family/CSR/ work from home

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